Video: Nando's CFO: Unified ERP Webinar | Duration: 3012s | Summary: In this webinar, industry experts and thought leaders discussed how integrated technology solutions, particularly Workday’s platform, can transform organisational efficiency, decision-making, and employee engagement. This session featured Bonnie Botha (VP of Customer Success, Workday), Richard Payne (Director of Product, Workday), and Simon Adams (Chief Financial & Strategy Officer, Nando’s Australia), offering invaluable insights into bridging HR and finance functions for forward-thinking organisations. Key Takeaways:Unified Systems Break Down Silos: Workday’s platform integrates HR and finance systems to address challenges caused by fragmented and siloed operations. This unified approach ensures consistent data across the organisation, enabling better decision-making and operational efficiency.Empowering Real-Time Data-Driven Decision Making: Nando’s Australia and New Zealand emphasised how the availability of real-time data helped its decentralised business operate effectively, particularly in the fast-paced hospitality industry. Accurate and timely insights empower managers at all levels to make informed decisions.Transforming Finance Roles Through Technology: The integration of Workday allowed finance teams to shift their focus from manual data handling to storytelling and insightful analysis. This transformation elevated their roles, enabling them to contribute more strategically to business outcomes.AI as a Strategic Partner, Not a Replacement: AI was highlighted as a tool that can augment human roles by enhancing productivity and freeing teams from repetitive tasks. By leveraging AI, businesses can foster innovation, improve efficiency, and empower individuals to add greater value.Nando’s Journey to a Unified Platform: Nando’s shared their inspiring path of moving away from legacy systems to embrace Workday’s single data model. Their deliberate, long-term vision ultimately streamlined operations across multiple entities and regulatory landscapes, demonstrating the payoff of resilience and forward thinking.Resources:Workday Human Capital ManagementReport: The Evolving Role of HR Leaders in APAC and Japan | Chapters: Forward Thinkers Edge (25s), Workday Platform Introduction (117s), Nandos Business Overview (291s), Finance and Strategy (550s), Finance Function Modernization (657s), Real-Time Data Importance (821s), Real-Time Restaurant Management (1044s), Finance Team Value (1202s), Finance Function Value (1353s), Integrated HR-Finance Benefits (1486s), CFO-CIO Partnership Benefits (1656s), Technology and Talent (2030s), AI in Finance (2242s), Conclusion and Summary (2540s), Leveraging AI Insights (2767s) Video: Aurecon's Finance Transformation: A Blueprint for Change | Duration: 2747s | Summary: In this webinar, industry experts and thought leaders discussed how integrated technology solutions, particularly Workday’s platform, can transform organisational efficiency, decision-making, and employee engagement. Resources:Report: The Evolving Role of HR Leaders in APAC and Japan Video: First Sentier Investors: Beyond the Balance Sheet | Duration: 2831s | Summary: In this webinar, industry leaders from First Sentier Investors share their experiences on transformation in finance, the evolving role of technology, and the critical importance of team dynamics. Suzanne Evans and Richard Payne provide a compelling perspective on how organisations can embrace change and achieve business growth. Below, we distill the key takeaways to help you maximise the insights offered in this discussion. Key Takeaways:Strategic Integration Across Roles: Suzanne Evans, Chief Financial and Strategy Officer at FirstCentia Investors, highlighted the advantages of combining finance, strategy, and sustainability under one role, citing the importance of having a holistic view for commercial decision-making: "You get to bring together not just the short term...but also the longer term strategic view."Transformational Lessons and Team Involvement: Suzanne stressed the importance of managing change effectively during transformation projects, noting that discomfort is a natural part of letting go of old systems: "Positive changes still need to be managed in the right way," and emphasising inclusive strategies like team-led work streams to ensure buy-in.Scaling Internationally and Modernising Systems: Following FirstCenter’s divestment from Commonwealth Bank of Australia, Suzanne discussed modernising finance systems with cloud-based solutions, prioritising scalability for international growth, and real-time analytics to foster business partnerships and decision-making.Generative AI and Continuous Learning: Suzanne underscored the significance of fostering a mindset of curiosity and continuous learning in finance teams, integrating structured development and KPIs into roles to maintain a contemporary understanding of emerging technologies like generative AI. Resources:Report: The Evolving Role of HR Leaders in APAC and Japan | Chapters: Corporate Rock Stars (2s), Introducing Finance Transformation (112s), Workday Implementation Process (947s), CFO-CTO Partnership Benefits (1148s), Scaling International Business (1292s), Analytics and Transformation (1462s), AI and Trust (2144s) Video: Seek: Leading Change Transformation | Duration: 1865s | Summary: In this webinar, industry experts and thought leaders discussed how integrated technology solutions, particularly Workday’s platform, can transform organisational efficiency, decision-making, and employee engagement. Resources:Report: The Evolving Role of HR Leaders in APAC and Japan Video: Angle Finance: A New Finance Era | Duration: 2792s | Summary: In today’s fast-paced business environment, agility, automation, and collaboration are central to success. A recent webinar hosted by Richard Payne, a Workday representative, and Peter Haviland, Chief Information and Operations Officer at Angle Finance, explored these themes. The conversation delved into digital finance transformation, Workday's potential as a unified finance and HR platform, and the evolving role of technology in reshaping organisational workflows and culture. Here’s everything you need to know to get the best insights from this engaging session. Key Takeaways:Finance Transformation and Leadership Alignment: The discussion centers on how finance agility and automation drive business value, emphasising the critical partnership between CFOs and CIOs in fostering digital maturity and enabling strategic growth.Organisational Culture Change: Successful transformation requires cultural shifts, including challenging established practices, embracing candor, and prioritising progress over perfection, empowering employees to adapt and innovate.Unified Systems for Operational Efficiency: Combining HR and finance functions on the Workday platform significantly reduces operational overhead, empowers business users, and frees up resources for strategic initiatives, as described by Peter Haviland from Angle Finance.AI and Automation in Business Transformation: Generative AI usage in HR and finance processes - like performance review letter creation and expense scanning illustrates the growing potential of AI to enhance productivity while underscoring the need for trust in technology systems. Resources:Workday Human Capital ManagementReport: The Evolving Role of HR Leaders in APAC and Japan | Chapters: Corporate Rock Stars (0s), Introducing Finance Transformation (60s), Aurecons Digital Transformation (575s), Introducing Peters Experience (681s), Workday Project Inception (845s), Transformation and Challenges (966s), Rapid Workday Implementation (1085s), Cultural Transformation Strategies (1223s), CFO-CIO Partnership Benefits (1423s), Advancing Automation Efforts (1604s), Centralized Technology Management (1782s), AI in Finance (2008s), AI-Assisted Communication (2340s), Recap and Conclusion (2437s) Video: Revantage: Empowering Finance | Duration: 2944s | Summary: In this webinar, several industry leaders came together to share their thoughts on the integration of HR and finance functions, the role of technology in transforming modern finance, and the future of automation powered by AI and machine learning. This webinar includes the key insights and actionable takeaways from the conversation, featuring Bonnie Botha (Workday), Richard Payne (Workday), and Scott Nash (CTO, Revantage Asia Pacific). Key Takeaways:Modern CFOs face complex challenges, needing to navigate "and problems" such as closing books, managing compliance, paying bills, and handling regulations, all simultaneously.Workday's unified approach integrates HR and finance functions, recognising the intrinsic connection between people management and financial outcomes to enhance organisational efficiency.AI and machine learning are pivotal in eliminating repetitive tasks in finance, allowing professionals to focus on strategic, high-value activities.Successful finance and HR modernisation requires breaking down silos, fostering collaboration, and using simplified, scalable systems to reduce operational complexity.A measured and cautious approach to AI adoption, emphasising training, clarity in addressing actual problems, and leveraging Workday's integrated platform, enhances automation in areas like reporting, accounts payable/receivable, and data unification.Resources:Workday Human Capital ManagementReport: The Evolving Role of HR Leaders in APAC and Japan | Chapters: CFO Challenges Today (24s), Workday Platform Introduction (106s), Introducing Scott Nash (248s), ERP System Integration (365s), Finance-IT Collaboration Strategy (574s), Simplifying System Implementation (957s), CFO-CTO Collaboration (1090s), Collaborative Operating Model (1242s), Data-Driven Growth Strategy (1446s), Lessons in Modernization (1918s), People and Technology (2127s), AI in Workday (2290s) Video: Unlocking Productivity with AI and Data | Duration: 1385s | Summary: The Productivity Levers Vodcast brought together thought leaders to delve into the future of productivity in Australia, focusing on skills, workforce transformation, and responsible AI. Episode 1 - Hosted by Corey, the podcast featured Dr. Stephen King, Productivity Commissioner for Data and Digital, and Simon Tate, President of Workday, APAC, both of whom provided expert insights into overcoming barriers to productivity and seizing new opportunities. Key Takeaways:Australia faces a significant productivity challenge, with labor productivity growth falling to merely 0.4% over the last decade, underscoring the urgency of addressing this decline as it directly impacts real wages. Dr. Stephen King from the Productivity Commission is leading the "five pillars inquiry" to tackle these challenges across regulation, tax, labor market, skills, and the care economy.The care economy, including services like education, health, and aged care, has been identified as the biggest drag on productivity over the past decade. Dr. King emphasises that addressing the inefficiencies within this sector is essential to driving broader economic productivity.Simon Tate, President of Workday APAC, highlights a fundamental shift in corporate productivity strategy post-COVID, with companies focusing on technology as the primary lever for increasing productivity in the absence of additional workforce availability. He stresses the need for faster technology adoption in Australia to stay competitive.Concerns around data-sharing barriers and cyber security are prevalent, with Speaker 0 emphasising the hesitation organisations face despite the value locked in data lakes. Simon Tate points out the transformative power of agentic AI, trained on highly curated data, which can enable sub-second decision-making at an organisational level and drive national productivity.A call for greater generational diversity and digital fluency on corporate boards is highlighted as essential to adapting to the future workforce, where Generation Alpha is poised to become the largest cohort. Simon also advocates for public sector innovation, urging leaders to adopt a growth mindset over a risk-averse one to unlock the potential of AI and data. Resources:Public Sector for AustraliaPublic Sector for New ZealandLocal GovernmentQuick Demo: AI-Powered ERP: The Workday Platform | Chapters: Introducing Productivity Leavers (2s), Data and Digital Productivity (201s), Data-Driven Productivity Challenges (476s), Public Sector Upskilling (1000s), Public Sector Transformation (1288s), Concluding Remarks (1360s) Video: Skills Led Economies and the Human-Centered AI Transition | Duration: 1474s | Summary: To maximise national productivity and economic growth, Australia must rapidly develop an AI-ready workforce by accelerating educational adaptation and integrating technical proficiency with human-centric skills across a diverse, multi-generational demographic. In a recent conversation, Jo-Anne Ruhl (Managing Director and Vice President of Workday ANZ) and Dr. Barney Glover (Commissioner of Jobs and Skills Australia) highlight that Australia’s national productivity depends on building an AI-ready workforce over the next two critical years.Key takeaways:Jobs and Skills Australia is focusing on forecasting future workforce needs and creating a more harmonised tertiary education system to better align skills with market demandOrganisations successfully implementing AI are those being proactive and intentional about augmenting human capabilities rather than replacing them"Human skills" like critical thinking, EQ, empathy, and problem-solving will become more valuable as AI adoption increasesMulti-generational workforces provide significant advantages when implementing AI, combining digital nativity with experience-based judgmentAustralia needs urgent national upskilling in digital and AI literacy across all demographics to remain competitive globallyQuestions addressed:How is Jobs and Skills Australia informing the discussion around skills and productivity?What can the education sector learn from how private organisations are implementing AI?How can organisations ensure safe and productive adoption of AI tools?What skills will be most valuable in an AI-augmented workplace?How can Australia address gender segregation in the labor market while implementing new technologies?Resources:Quick Demo: AI-Powered ERP: The Workday Platform | Chapters: Introducing Productivity Leavers (1s), Jobs and Skills Focus (31s), AI in Education (200s), AI Workforce Integration (388s), Workforce Diversity Impact (877s), Future Skills Focus (1286s)

Transcript for "Unlocking Productivity with AI and Data": Welcome to the Productivity Leavers, a vodcast from innovationols.com in partnership with Workday. In this series, we explore how government and industry can unlock Australia's productivity potential through skills, workforce transformation, and responsible AI. I'd like to, welcome Simon Tate, the president of Workday, for APAC, and doctor Stephen King, productivity commissioner for data and digital, to the discussion today. We're talking about deploying advanced AI and shifting to a skills led workforce. There are a lot of discussions about productivity and the workforce and skills plays a key component of it. Welcome both to the podcast. Glad to be here. Thank you. Doctor King, I might start with you. I've heard it described as the Canberra Coachella. The economic roundtables have been a feature of many discussions where productivity wouldn't normally be discussed. It really has brought it to the forefront. What's the discussion in the wash up to the roundtables that were held know, a couple of weeks ago? What what came out of them? Were there bright spots? What were the reflections from the Productivity Commission? Yeah. So let me start with the background why we actually had productivity round tables. And it really is, on a basis of Australia's productivity performance has been pretty miserable for the last decade, about point 4%. To put that in perspective, that's about a quarter of the average growth we have had over fifty years. Why does that matter? Because labor productivity drives real wages. So you wanna get standard of living up, you've gotta get productivity up. So the roundtables were great from our perspective. We're obviously at the Productivity Commission doing our five pillars inquiries, and a lot of the issues that come out of those inquiries were discussed at the roundtable, particularly around the data and digital, space. So, a bunch of issues that came out of it, for example, RAM gap analysis for AI, rather than moving down an AI act type of approach, which is consistent with what the PC has been thinking in our interim reports. A bunch of other stuff, really looking at trying to empower the Australian economy, care economy, arts education, and so on. So just a process from the Productivity Commission's perspective, we still have submissions open, for our five pillars inquiry that includes regulation and tax, the dynamic dynamism, care economy because the care economy, those nongovernment services like education, health, aged care, and so on, have been probably the biggest productivity drag over the last decade. And if we don't fix them, we can't fix productivity. Getting the net zero, lease cost, but but two, but really fit in here well. One, dealing with labor market and skills, and the second, dealing with data and digital. Can I before I bring Simon in, Luke, you mentioned the consultation process? What is it particularly that it's really valuable to hear directly from industry about? What is the what's the wish that you you're keen to kinda really understand what industry can share that can help inform policy? Yep. So we've got a bunch of draft recommendations and I'll stick with the data and digital one because that's the pillar that I'm most involved in. We've looked at, for example, what legal reforms need to be done, and we've suggested a gap analysis rather than an overarching AI act. We think that creates more certainty for business and it reduces business regulation, but we want feedback on that. We're not always right. We've talked about getting data moving better in the economy, particularly individual data. With another hat on, I'm looking at government data, but from the PC perspective, it's really that data that individuals co create with business, but often don't have access to me. They can't create the product, at the moment. Around privacy, we don't think the privacy act is working. Outside a small group of people that are strong in privacy and have best of interest in many cases. I can't find too many people who do think it's working, but maybe again, we're wrong. And then looking at things like digital financial reporting. Simon, you have an APAC remit. You speak to a lot of customers. You speak to a lot of companies. Productivity is a wide ranging subject. What what are you seeing in in from the market? What are people telling you and how does that map to what Steven's just outlined? Yeah. Thanks, Corey. And hi. Hi, Steven. Thanks for the those fascinating insights. Yeah. We look at productivity at a corporate level. If you think of national productivity as a measure of, GDP. Yeah. We look at corporate productivity. Think of a metric like, for example, you know, revenue per employee. So what we wanna see is productivity moving up and companies doing better in a environment where now capacity is not the answer. So what do I mean by that? Well, pre COVID, the answer to listing productivity was throw more people at the problem. More people equals more yield. The world we're in now is there are no more people, and there are lots of reasons for that. I won't get political, but, I mean, part of that is is obviously immigration and bringing skilled labor into Australia. And I'll use Australia as a reasonable proxy for the rest of, Asia Pacific if if I can. So the question that I get asked by executives, is how do I now, absent being able to hire more people, lift productivity? And there's a couple of, answers that we have to addressing, that issue. One, unsurprisingly, is around this data and digital thing, which, I'm I'm glad to hear, Steven, is a is a key pillar, for you and your team. You can't actually lift productivity, in the age of digital, without a vastly accelerated technology adoption. And what we've seen is Australian businesses, and probably following the lead of Australian government being a little behind, certainly relative to our peer group in some other countries. So if I use, for example, Singapore government as an example, you know, their vision is to be a leader in AI, and they're using AI to accelerate their their productivity ambitions. We've got a lot of catch up to do, in that regard, but I do think there's an opportunity for Australian businesses and Australian government to play a much bigger leadership role and be a net exporter of our experience in accelerating AI adoption. So that's that's a point of view. I'd love, Steven, for you to to to challenge that. But that that is the question that execs are asking us all the time. You know, the mainstay of our business is accelerating human productivity. That's what we do through our HR and finance, offerings. But the question is, how do we, as an executive committee, now lift organizational productivity, because there are no more people. And unseating people from where they are already just becomes like, that's not a sustainable strategy. And so to get people out of the roles that they already have costs, you get to a point where the cost equation just doesn't make sense anymore. Can I ask a question? We talked about various levels of maturity. We talked about AI as being obviously one of these key product productivity levers. But, of course, that sits on top of, you know, at varying levels of maturity from the data strategy. And I think, you know, some companies really understand the data. They understand how to the right sort of data, how to store it, how to leverage it. And then there's others that have got all this data, and they just don't know what to do next. So I'll ask both of you, how much is that kind of data layer understood as one of those core pieces to unlock productivity? Is that something that people are struggling with? Are there exemplars, and what do they look like? I'll let Simon deal with the private sector bit. I'll deal with the, the government sector. So Simon's got a really easy job. Government sector is woeful. And that's probably the best way of putting it. We do have some of our state governments who are showing some leadership. We had some leadership, in New South Wales. We've we've had some good progress made around government data in South Australia. At the federal level, I think there is something like 11,000 separate data sharing agreements. There is no coherent framework that is being used to properly share data with, even, well, even internally in the federal government, far less federal government to sites and territories and back again, out to universities, out to business. And yet, that is some of the most valuable data for Australia's future, that you can possibly imagine. And just think of health care and the potential for AI in health care. We're already seeing applications there, but it depends on data. So the unfortunate story for government data is that, we're a long, long way behind countries like Singapore, and we really need a change of mindset and a change of culture within government. And that's within the public service because there's often, at the level of government itself, there there's often a willingness to engage, willingness to start pushing the boundaries. But then you do start hitting an innate conservatism within the public service. And perhaps exemplified by Robodebt, where the message is now very strong for a public servant. If you hold on to data in your possession and don't share it and don't allow Bayou to be created from it, no one loses their job for that. But if you do allow that data to be used for other purposes, hopefully, a lot better than RoboDebt and hopefully things that create Bayou, If it goes right, no one thanks you. If it goes wrong, you lose your job. So that asymmetry of incentives just means that within the public sector, we're just facing these barriers. They are not new barriers, and I've you know, we've been reporting in this area for a long time, and you hear about these data lakes that have huge value over, say, even from preschool up to tertiary data, but everyone's, like, just a bit nervous to touch. So and now we're supercharging things, but that kind of core nervousness and, you know, cyber hacks and breaches don't help this sort of, you know, keep everything locked down. Simon, the better story in the private sector? Are we seeing a different type of effort there? Well, let's let's say there's a there's a degree of urgency, some somewhere between very urgent and self preservation, they're two fairly powerful motivators in corporate. I mean, corporates don't have a choice because they have to lift productivity. They have to show a return to to shareholders that they have to be growing. Businesses in Australia have to be growing. If they're not, well, clearly, that has an impact on on Australia's productivity. So there is a sense of urgency, but I would say that there is still largely, a heightened period of ignorance in particular as it relates to digital literacy or digital fluency. And and I'll throw this to you as an example. Look at how many ASX fifty companies have a 20 year old on their board or even a 30 year old on their board? How many ASX fifty companies have an advisory board that is established just for the basis of experimentation with things like Agentic AI. And the answer is somewhere close to zero. That's a miss because if companies want to get serious about lifting productivity, they need to be all in on these new technologies that for the first time, if you just look at AI from generative to predictive to now, AgenTek. AgenTek AI is is the first version, if you like, of AI where that promise of productivity is is real. You know, this is not about kids using ChatGPT to help them with their homework or us as knowledge workers using, ChatGPT or Perplexity or asking Siri to make a phone call. I mean, that that's all wonderful, and it's consumer grade AI that has a benefit. But the real benefit at a corporate level, as at an organizational level, is in using agentic AI, which are models that are trained on huge amounts of highly normalized, curated, and accurate contextualized data. Now it sounds like a mouthful, but if you think of large language models that are trained largely on web based data, versus the models that a agentic AI is trained on, the degree of accuracy is unbelievable. Mind blowing. And not only is is the result set of a query accurate, but the system can now act on the answer and go and remedy itself. And so we're taking organizational decision making from weeks to sub second. I mean, think of what that difference would make at a national level on productivity. And that's just in the corporate sector. I I totally get, Steven, the challenges around public sector are a little nuanced. And and, yes, I share your pain as it relates to data sharing agreements. But in the corporate sector, I think this is a much easier issue to solve for. And there are definitely tangible use cases for the adoption of, Agensic AI to lift productivity. I just don't get the sense that we're brave enough to go all in on it. Like, there's there's still inertia there, and I can't quite figure out why. Can I ask, are those people like, we're talking about sort of the ASX, say 500 or 100? Are those people those young people that might be sitting on boards with that experience, particularly in Genetec AI, do they exist? Are they there? Are they new versions of unicorns? They're definitely there, Corey. We now, for the first time ever, and this is fascinating, have five generations represented in the workplace. We've got baby boomers extending their corporate life for good reason. They're fitter, healthier. Maybe cost of living has got something to do with that. And we've got Generation Alpha, which in the next fifteen years will be the single biggest cohort in the workforce ever. The eldest of them now, 16. So in two years, they'll come into the workforce en masse. They will have a high degree of digital fluency than all of the previous four generations combined. Now I'm not suggesting we put 16 year olds on public boards, but I am suggesting that corporate Australia get a little more deliberate on generational diversity and even to the point of inverting the traditional corporate hierarchy and now looking at what skills they need to sustain, productivity over the next ten years. It does require a rethink, for sure. Steven, can I ask you we're talking about skills and we're talking private sector? Public sector, over recent decades, you know, there's been a lot of discussion about the type of skills within the public sector and the expertise within it. We're now at a crunch point where, you know, the the management consultancies that are brought in on expert things ebbs and flows depending on lots of different factors. Then we've got an interesting tension point where we're talking about upskilling the public sector in terms of really being able to understand and seize the moment. We also have this unusual tension point between management consultancies that somewhat argue will be disrupted with AI altogether. So and do you have some thoughts on what that looks like in terms of public sector upscaling at this point in time? Yeah. So I mean, there's two sides to that. One is the technology itself and the adoption of the technology, the rolling out of the technology, because that is where you'll get the real gains that will be seen by average Australians improvement in government services. And let let me pick education, just the primary and secondary education. Hopefully, over the next decade, that is just completely transformed because we know it can be transformed by AI. We know that we can now move to an individualized learning system within education, which has been, sort of the gold standard, the wish for at least the last fifty years. But of course, it's not been possible just simply on a cost basis, on a human time basis. So now we suddenly have the possibility of technology making our education system far better far better outcomes for the students. But you have to have the skills within both the teaching workforce and within the education bureaucracy to be able to make the best of that. And, I I won't say which university I was giving a, a guest lecturer at, a couple of weeks ago, but they had adopted just online technology flipped classroom type of approach, which is one of the approaches that we know improves outcomes for students. But it was quite clear that teaching staff were told, well, you'll use this approach, and that was the end of it. There wasn't actually the upskilling of the teaching staff so that they knew how to make the new technology work. And when I say new technology, this wasn't AI. This was simply using online resources properly. So there's a huge gap there. Now pick any government service, any part of the public service, you will find the same issues. Potential gain from technology on one side, but the need to make sure that people bring that technology to the people are up to the game, and those who are designing the policies are up to the game. Just picking up on Simon's point, yeah, that, you know, we've got negative population growth just on, reproduction in Australia. So there will be a shortage of people. Productivity commission, we did a bit of work a couple of years ago looking at the demand over the next decade, fifteen years in the care economy. And even if we basically trained every year 12 student, so they entered the care economy, we'd still have a shortage. And that's just a reflection of the aging workforce, people living longer, the health needs, the aged care needs, and so on. So we need the technology there, and we need to have the knowledge in government. How that gets there is obviously the $60,000,000 question, like Simon. I think, you know, it's the generation of younger people who are brought up with the technology, who understand the technology. Hopefully, who just think of the technology which they've had in the classroom. We're not getting it at the moment, but in a better world, which they have in the classroom, they just think of that as natural, and they take that to the workforce. That's a long term process. So and I'm not sure we can necessarily wait for twenty years if that's gonna take. So we are we're at time. So just to wrap up, there is so much to do. There's a lot to do. There's a lot of decisions, priorities, focus required. Simon, from a private sector perspective, what are the two things that you would like to see leaders doing in the next twelve months? Accelerated technology adoption would would definitely be high on my list. And then to support Steven's comment around a pivot to a skills based economy, business leaders need to be serious about that. We're not gonna fix the skills gap by importing those skills. It it needs to be homegrown. So I think there needs to be policy to support an acceleration of skills, in particular, digital skills, for us to return to, you know, at least a productivity level that, I'll say is different to the one that we have at the moment. And, Steven, two things. From a public sector perspective, very complicated, lots of challenges. What are the where would the two focus areas be that could be quite could be achieved? Yep. I will just have one focus here. Okay. It is moving the public sector from its current risk mindset, which is underpinning, you know, fears about AI, which is underpinning fears about, data sharing. Working out how to do those safely, but moving from that risk mindset to a growth mindset. Because when we get into that mindset in public sector of, yes, we can, now let's how do we do it, rather than, no, we can't, how do we stop it? When we move to that positive mindset, that's when the magic's gonna happen. Simon Pate, president of APAC, Workday. I should say Workday president APAC, other way around. And, doctor Steven King from the Productivity Commission. Thank you both of you. These are really fast moving complex times, and you've you've really painted an important picture. Thank you so much. Thank you, Chip,